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AuG i 4 2003 League of Minnesota Cities 145 University Avenue West, St. Paul, MN 551Q3-2044 ~a•of~•~ Imo" (651) 281-1200 • (800) 925-1122 ~ ~ Fax: (651) 281-1299 • TDD: (651) 281-1290 wwwamnc.org August 11, 2003 Dear City Manager or Administrator: Enclosed is the League of Minnesota Cities 2003-2006 strategic plan. The LMC Board of Directors is enthusiastic about the new directives this plan sets, and is committed to ensuring that the resources and services you rely on remain strong and meet your city's changing needs. You will recall that during the spring we asked for input into our strategic plan through au in- depth member survey. We also conducted focus groups, telephone interviews, and discussions at Regional Meetings to help determine what was most important to members and where we should focus the League's energy and resources. Based on this member input, we developed a draft strategic plan and again asked for your comments. At its June meeting the LMC Board of Directors approved a final version of the plan. As part of this process, the Board also approved a new mission statement for the League: • ~ "Serving Minnesota's cities through effective advocacy, expert analysis, trusted guidance, and collective. action." We believe this mission more accurately portrays the work of the League and will guide the efforts of the Board and staff going forward. In addition to sustaining ongoing programs and services, in 2003-2006 the League will focus on five goals: 1. Developing and advocating sound public policy and engaging members in the process. 2. Being Minnesota's authoritative resource on city issues. 3. Helping cities anticipate and respond to fiscal challenges, and build economically vibrant communities. 4. Building understanding and improving connections to and among cities. 5. Helping cities innovate and collaborate in proactively serving their citizens. As you will see, each of the strategic plan's goals has a number of objectives, recognizing the great demand for a broad range of offerings. Yet we must still set priorities for the near term. At its July retreat the Board provided guidance for how League resources should be focused during the next fiscal year by setting eight priority objectives. These objectives fall into several key areas: • The League will continue to advocate on behalf of cities by being an authoritative source of information on city issues for state and federal officials and the media. • • To help our members address ongoing challenges -particularly those related to fiscal issues - we will facilitate information sharing, develop tools and templates, and establish a repository of best practices, case studies and comparative analyses. AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER